Balanced Implementointi Scorecard
A balanced scorecard offered an approach for a business to translate strategy into operational terms, to align the organisation to the strategy and make it everyone's day job. Making strategy a continual process allowed the leadership to focus on strategy execution. However, describing the strategy is not always easy and strategy maps provide a tool to describe and visualise the strategy making it easier to develop the balanced scorecard.
Development of Strategy Maps
Kaplan and Norton built on their Balanced Scorecard (BSC) work in 2004 with Strategy Maps: Converting Intangible Assets into Tangible Outcomes, noting that "Various studies indicated that 70 percent to 90 percent of organizations failed to realise success from their strategies." Whilst working with over 300 organisations the importance of clear and agreed objectives and the need to link them in cause and effect relationships to build alignment to those objectives was identified. This insight led to the development of strategy maps as an additional tool for the balanced scorecard -- describing strategy with explicit cause and effect relationships among the objectives in the four BSC perspectives.
Strategy Maps Describe How the Organisation Creates Value
BSC objectives within the learning and growth perspective, internal perspective, customer perspective and financial perspective are linked together through cause and effect relationships. Consequently strategy maps visually represent how specific objectives in learning and growth link through to individual internal objectives and from there to the customer objectives and finally to the financial objectives. This network of relationships needs to adhere to some principles to ensure effective strategies and objectives are developed:
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